EOFPANJ Strategic Plan

The Educational Opportunity Fund
Professional Association, Inc.
New Jersey

ACTION AND IMPACT

Strategic Plan
2016 – 2018

Table of Contents 3
4
Message from the Board President 5
About EOFPANJ 6
Vision, Mission, Core Values 7
Organizational Structure 7
The Strategic Planning Process 8
Strategic Planning Committee 9
Primary Strategic Goals and Objectives 9
EOFPANJ Frames of Action 10
Scale of Innovation
Strategic Goals & Metrics Defined 18
19
Appendices 20
Exhibit A: SWOT Analysis
Exhibit B: Summary of Future Search
Exhibit C: Summary of Stakeholder Opinion

2016-2018 Strategic Plan Page 2

EOFPANJ

The Educational Opportunity Fund Professional Association, Inc.- New Jersey

Message from the Board

Greetings!

On behalf of the Executive Board Members of The Educational Opportunity Fund
Professional Association, Inc. of New Jersey (EOFPANJ), we are honored to present the
EOFPANJ Strategic Plan for the years 2016-2018.

Throughout our rich history, EOFPANJ has presented great opportunities and challenges.
We have managed to emerge from each challenge more committed, capable, vibrant and
with increased quality to meet our mission-critical goal of serving our constituency.

The current educational landscape and environmental climate requires us to exert an
increasing influence across the State and, in particular, to forge a strong, effective
advocacy agenda that will address a growing need to practice collective efficacy to
preserve our programs, irrespective of campus.

This strategic plan is the result of the dedicated work of many volunteers and staff. The
content will help inform program and operational level planning, support resource
allocation decisions over the next two years, and provide the groundwork for a successor
plan to continue movement toward action and impact.

While this plan is a dynamic document to which changes may be made, we anticipate we
will unceasingly focus on the needs of our members, students, and other stakeholders we
serve to help move them closer to realizing the full potential of opportunity programs
everywhere. We are proud to have been a part of this process.

Sincerely,

Alex Delgado
Board President

2016-2018 Strategic Plan Page 3

About EOFPANJ

The Educational Opportunity Fund Professional
Association, Inc. of New Jersey (EOFPANJ) is a non-
profit organization that represents professional staff from
56 undergraduate colleges and universities throughout
the State.

Its membership, which includes directors, administrators, educators, and
counselors, provides academic and holistic student support services to more
than 12,500 students, assisting them in obtaining an equitable and
comprehensive education leading to professional certificates, associate,
baccalaureate, and advanced degrees.

The EOFPANJ sponsors annual conferences, a Counselor’s Training Institute,
cohost the biennial Tri-State Consortium Conference where members and
professionals in the field of higher education network, engage in meetings,
workshops and impart best practices to enhance program operations.

Since 1968, campus EOF program have worked diligently to provide its
students with the access, resources and support to earn a college education in
New Jersey. Over the past 48 years, the EOF program has successfully
weathered changes on the institutional and state levels. As we embark on
EOF’s next 50 years, we realize we must work unceasingly to ensure all
campus programs have the fiscal and human support necessary to achieve new
paradigms of success.

EOFPANJ works closely with the Educational Opportunity Fund Statewide
Alumni Association, the Association of EOF Students of New Jersey and the
Tri-State Consortium of Opportunity Programs in Higher Education to foster a
community dedicated to educational and professional excellence. Learn more
about us at eofpanj.org.

2016-2018 Strategic Plan Page 4

EOFPANJ Vision Statement

Advancing college access, affordability and success for
underrepresented scholars.

EOFPANJ Mission Statement

To be the official liaison of the Educational Opportunity Fund (EOF) campus-
based programs, the Office of the Secretary of Higher Education, and the EOF

Executive Board Members.

Mission Imperative Goals

Advocate on behalf of EOF programs
which serve educationally and economically disadvantaged students.

Monitor and track legislation and policy
decisions that may have a direct or indirect affect upon the EOF constituency.

Provide a venue for professional development
of its members and a clearinghouse of resources relevant to the achievement

of our mission.

Our Core Values

Leadership Vision Integrity
Accountability Collaboration Commitment
Self-less Service Effectiveness
Reliability
Page 5
2016-2018 Strategic Plan

EOFPANJ Organizational Structure

2016-2018 Strategic Plan Page 6

The Strategic Planning Process

EOFPANJ’s 2016-2018 strategic planning process began on September 24, 2015
during the Fall Executive Board Members’ Retreat at the Resorts Hotel in Atlantic
City, New Jersey. The process included an overview and initiation of the need and
desire to commit to the strategic planning process, identification of core values,
engagement in thought-provoking dialogue, including participation in a mini future
search, assembly of a list of our stakeholders (internal and external), distribution of
a membership survey, two member focus groups, and personal interviews and
more. The method utilized was intentional about gathering information from a
variety of sources that would provide insight into strengths, challenges, threats and
opportunities for the future direction of EOFPANJ.

We appreciate the time, effort and dedication of the Strategic Planning Committee
members. Particular thanks to Edith A. Corbin, for facilitating the discussion,
decision making process and crafting the plan. Her commitment to the process (and
her patience) was invaluable. Thank you!

Strategic Planning Committee Members

Alex Delgado Reuben Melendez Dr. Marsha Besong
President Parliamentarian Sector Representative
Public Research Colleges &
Brett Pulliam Simone Mack-Bright Universities
Vice President Public Relations Officer
Mona Davis
Farah Pelissier Barbara Harmon-Francis & Louis Marius, Jr.
Treasurer Member-at-Large Sector Representatives
Community Colleges
Dr. Jenice Sabb Vivian Zambrano
Financial Secretary Sector Representative Jasmin McMillion
State Colleges & Universities Advisor, AESNJ
Billie Bailey
Recording Secretary Florangel Cabrera Dr. Dawn Singleton
Sector Representative Sector Representative
Iris Espinosa Independent Colleges & Public Research Colleges &
Corresponding Secretary Universities Universities

2016-2018 Strategic Plan Page 7

EOFPANJ 2016-2018 Strategic Goals and Objectives

Based on the input from a broad range of stakeholders, the list below
summarizes the EOFPANJ investment and voting priorities of strategic goals
identified and voted on by the Executive Board on September 24, 2015.
We have identified frames for action and strategic objectives reflect the
outcome or impact of the broader strategic goals for action planning.
A board member and/or committee chair has been appointed as the goal leader
for each frame of action strategic goal. As such, the appointed board member
and/or committee chair is responsible for managing the strategic goal and
corresponding objectives, and reporting progress to the Executive Board,
including regular milestones, pockets of greatness, and a reconciliation of all
activities on or before the expiration of this Strategic Plan.

Strategic Imperative #1 - Programs/Services

Strategic Imperative #2 – Governance

Strategic Imperative #3 - Fiscal Responsibility

Strategic Imperative #4 - Government Relations,
Advocacy and Public Policy

2016-2018 Strategic Plan Page 8

FRAMES OF ACTION DEFINED BY
STRATEGIC IMPERATIVES

Programs and Revitalize and elevate Review and expand
Services Membership base to increase signature programs and

Governance reach and participation, services to provide
enrich engagement and innovative responses to
improve retention
Review and revise Bylaws to pressing needs of all
stakeholders
enhance operations,
including effective Invest in brand marketing to
committee operations build the organizational

capacity necessary to fulfill
the EOFPANJ mission

Fiscal Execute fiscal stewardship to Generate and preserve the
Responsibility generate resources by resources necessary to
sustain the EOFPANJ
Public Policy developing a fiscal protocols operations
Advocacy to improve management of Author a written public

resources policy and advocacy agenda
Elevate members' collective including a plan for
distribution to and
efficacy to deepen and engagement with all
expand our advocacy voice legislative and other
stakeholders

Scale of Innovation to Evolve

Recognized national and state leader – Opportunity Programs

Civic Education for Leadership Collaborative Coalitions of advocacy (action-oriented)
Strong Mobilized Membership Base Long-term support for Campus Programs
Fiscal Growth & Sustainability

Opportunities for Students

2016-2018 Strategic Plan Page 9

Strategic Imperative #1 - Programs/Services

Goal: Revitalize and elevate EOFPANJ membership base to expand reach,

participation, enrich engagement and improve retention

Who is Responsible: Board of Directors, Membership Committee

Strategy Review current membership model to affirm purpose and

value of membership to EOFPANJ

Primary Implement a process to identify and recruit new members from

Objectives all sectors, including members with specific

knowledge/expertise (accounting, law, fundraising, policy,

strategist)

Indicators of Membership satisfaction, engagement and success

Success Membership growth and professional development

Performance 2% increase in membership enrollment

Metric 75% of membership report satisfaction with overall EOFPANJ

services and programs

75% of membership participate in conferences, events, seminars

Strategy Assess core competencies and identify opportunities for
membership to be engaged to share core competencies
Primary Placement of members on committees and/or Board of interest
Objectives
Indicators of Membership accepts/fulfills assignments - volunteer committees,
Success BOD succession planning including to Tri-State or Central
Board of Directors
Performance 10% of membership identified as the lead presenter at one
Metric professional development event by FY 18

2016-2018 Strategic Plan Page 10

Strategic Imperative #1 - Programs/Services

Goal: Review and expand signature programs and services to provide innovative

responses to pressing needs of all stakeholders

Who is Responsible: Board of Directors, Programs Committee, Marketing

Committee

Strategy Assess current programs and ancillary organizations to

strengthen alignment for 21st century

Primary Conduct assessment to identify pertinent program priorities and

Objectives opportunities to streamline or combine services

Indicators of Formal program plan (and outcomes logic model) are presented

Success to BOD for adoption annually that is aligned with the budget and

also identifies specific outcomes for each programmatic area

Performance Implementation of two collaborative projects by FY19

Metrics Outcomes are available to track success or impact of

programs/services to support fundraising efforts

100% Committees held responsible for producing outcomes in

alignment with budget

Strategy Explore credentialing for EOF Directors (as practitioners of
excellence in education)
Primary Establish an ad hoc committee to conduct research on the
Objectives credentialing process for EOF Directors
Indicators of Completed White Paper regarding credentialing process
Success completed by FY17
Performance Feasibility of an established credentialing
Metric process/recommendations are made to EOFPANJ BOD by FY18
for further action

Strategy Plan and implement 50th Anniversary Gala/EOF
Primary Establish an ad hoc committee to frame the Celebration of
Objectives Success - 50 years of Opportunity Programs in NJ
Indicators of Implementation of 50th Anniversary Gala – 500+ attendees
Success Share the vision, mission, impact with new stakeholders
Performance
Metric 90% of EOF Campus programs are represented at gala
25% of legislators attend gala
25% EOF alumni attend gala
$30,000 net income from gala

2016-2018 Strategic Plan Page 11

Strategic Imperative #2 – Governance

Goal: Furnish a governing structure to supports execution of EOFPANJ mission

and purpose

Who is Responsible: President, BOD, Bylaws, Membership, Transition

Committees

Strategy Research best practices in nonprofit management and establish a

structure that supports both operations, management, advocacy

and succession planning

Primary Established Vice Presidents support succession

Objectives 1stVP-Programs, 2ndVP-Membership, 3rdVP Sectors

Elevate the roles and mission related to programs to a new level
across the organization

Assure organization completes the process to elect and transition
officers / board members within timely fashion according to
Bylaws

Indicators of Reframed Bylaws to enhance operations, including effective
Success committee operations, and implementation of programs/services

Primary Metric Annual review of Bylaws

Revised Bylaws established by end of FY17

Revised organizational structure voted/established by early
FY18

80% of members report understanding of and appreciation for
streamlined governance

2016-2018 Strategic Plan Page 12

Strategic Imperative #2 – Governance

Goal: Build the organizational capacity necessary to fulfill the EOFPANJ mission

Who is Responsible: President, Marketing and Communications Committee

Strategy Conduct annual Board and Member Orientation

Primary Ensure Board members understand the mission, purpose and

Objectives direction of the organization, including fiscal protocols and use

data to make decisions

Ensure each member is equipped with a membership handbook
containing all necessary materials (Roberts Rules, Charter,
Bylaws)

Indicators of Orientation completed in FY17 and FY18
Success
Primary Metric 100% of BOD comply with Roberts Rules, Rules of
Parliamentary Procedure and BOD expectations detailed in
Bylaws

Strategy Invest in professional development of Parliamentarian
Primary (certification)
Objectives Enhance knowledge of Parliamentarian to conduct meeting
decorum training
Indicators of Support succession planning and effective Board transition
Success process within 45-days of election
Meetings are conducted in accordance with Bylaws and Roberts
Primary Metric Rules of Order
Board members are held accountable to a standard and
expectation
Organization remains compliant with Bylaws, protocols, and
meeting time is reduced by 10%
Parliamentarian is the expert source to address organizational
issues

Strategy Invest in brand marketing to identify ways to accelerate
growth
Primary Position the brand, messaging and voice of EOFPANJ as the
Objectives expert source in New Jersey for opportunity programs

2016-2018 Strategic Plan Page 13

Indicators of Increase in stakeholder touchpoints
Success Revised/updated website, business cards, social media
Primary Metric 30% increase in awareness of EOFPANJ mission and purpose

Strategic Imperative #3 - Fiscal Responsibility

Goal: Achieve fiscal stewardship and gold star governance

Who is Responsible: BOD, Treasurer, Financial Secretary, Finance and Fund

Development Committees

Strategy Create and adopt a written fiscal protocol manual

Primary Best practice in nonprofit to adhere to general acceptable

Objectives accounting principles and fiscal integrity

Identify a fiscal management system for internal controls,
procurement, administrative rules, cash management, or use of
credit.

Secure financial planning and reporting to government, donors,
and members

Support fiscal planning and accountability (generation of

monthly reports, year-end reconciliation, variances in reporting,
filing of 990’s, etc.).

Indicators of Strong reporting and accounting system in place for properly
Success adhering to fiscal regulations of the organization

Primary Metric Identified procedure to empanel an audit committee of
volunteers or outsource audit function following completion of
term
Fiscal management system and written policies that support
effective controls and accountability of all funds and assets
entrusted to the organization, and compliance with the law.

2016-2018 Strategic Plan Page 14

Strategic Imperative #3 - Fiscal Responsibility

Goal: Generate and preserve the resources necessary to sustain the EOFPANJ

operations.

Who is Responsible: President, Budget/Finance Committee and Fundraising

Committee

Strategy Cultivate donors and prospective sponsors to support the

mission

Primary Generate association sponsorships for conferences and special

Objectives events to support organizational operations

Indicators of Visibility and established funding sources, including

Success advertisements or conference sponsorships

Primary Metric 10% increase in revenue generated through donor cultivation

Strategy Establish a practice to archive information and data
Primary Maintain a central repository of association history, photographs,
Objectives artifacts, and outcomes data (including advocacy efforts)
Indicators of History and archived records are accessible as evidence of the
Success legacy of the organization for annual reporting and other
purposes
Primary Metric Organized strategy (cloud based or flash drive) in place by FY17

2016-2018 Strategic Plan Page 15

Strategic Imperative #4 - Government Relations, Advocacy and Public

Policy

Goal: Elevate members' collective efficacy to deepen and expand our advocacy

voice

Who is Responsible: President, Advocacy Committee, Membership Committee,

and Marketing Committee

Strategy Elucidate public policy as our core mission by developing an

advocacy toolkit

Primary Objective Educate board and members on advocacy 101 for EOFPANJ.

Distribute the toolkit as a resource and guide related to outreach

to legislators

Indicators of Strong letter or email communication campaign to all legislators

Success Repository of information of EOFPANJ advocacy efforts

Collaboration with others to invoke dialogue

Primary Metric 20% response rate from legislators receiving contact information

50% of EOFPANJ members are equipped with the advocacy tool

kit to support implementation of the advocacy agenda

Strategy Implement Student Day at the Capitol
Primary Objective Educate students on the legislative process
Indicators of 150 students in attendance – FY17-18
Success
Primary Metric 10% of students provide oral testimony annually
80% of participants report enhanced knowledge regarding the
civic process

Strategy Convene leadership meetings with Secretary of Higher
Education, Board of Directors, and Legislators
Primary Objective Advocate for EOF campus programs
Indicators of Commitment to support for EOF Programs
Success Regulations are designed to support EOF programming
Primary Metric 5% increase in number of meetings convened by FY18

Strategy Attend Annual Budget Hearings (Assembly & Senate)
Primary Objective Provide testimony and advocate for EOF leadership
Indicators of Increase in fiscal funding for EOF
Success EOFPANJ members invited to serve on various boards or
committees

2016-2018 Strategic Plan Page 16

Primary Metric Board President delivers testimony at (3) scheduled budget
hearings seeking 10% increase by FY18

Strategic Imperative #4 - Government Relations, Advocacy and Public

Policy

Goal: Develop a written advocacy agenda, including a plan for distribution to and

engagement with all legislative and other stakeholders.

Who is Responsible: President, Advocacy Committee and Membership Committee

Strategy Create an action-focused policy agenda to publicize our

advocacy initiatives in a formal method

Primary Objective Advance our profile as a statewide advocacy group among

legislators and stakeholders (remaining non-partisan)

Indicators of Agenda is distributed to 50% of the stakeholders

Success Enhanced knowledge, commitment and impact of EOFPANJ and

EOF model (college educated public, workforce development,

best-practice model)

Primary Metric 10% increase in visibility of brand

10% increase in fiscal funding for EOF campus programs by

FY19

Strategy EOFPANJ Newsletter
Primary Objective To provide an ongoing communication vehicle among
EOFPANJ, legislators, stakeholders, and membership
Indicators of Quarterly newsletter distribution resulting in awareness of
Success EOFPANJ, campus programs, and student success
Metric 10% increase in fiscal funding for EOF FY19

2016-2018 Strategic Plan Page 17

Appendices
Exhibit A: SWOT Analysis

• Strengths • Challenges

Commiited Board Funding
Brand Identity Operating Structure
Changing Campus
Diverse Membership
Rich History Climate

Advocacy Competitiion for
Broaden Membership Resources
Enhance partnerships
Leadership Succession
with EOFSAA
Seek Sponsorships • Threats

• Opportunities

2016-2018 Strategic Plan Page 18

Appendices
Exhibit B: Future Search Summary

Summary of Steering Group Feedback

Based upon the feedback attained from the group, it was discerned that the organizational
constructs was somewhat misaligned -- basics of board management, programs, and parliamentary
procedure. Political or personal aspirations of former board members arguably facilitated development
of small intergroup enterprising under the auspices of the entity thereby posing a risk to the
organization. The dialogue from this session not only placed the condition to develop an evaluation
and/or leadership capacity tool for future consideration, but forged the urgency to address other areas of
concern, such as organizational structure, succession planning, development of a code of ethics,
operating policies and procedures (not the bylaws), fiscal protocols, and investment in parliamentarian
procedure training. Also a nonprofit management assessment tool should be considered for future use to
evaluate the BOD. Web-based tools to measure the effectiveness of the board, individual board
members, and more can be downloaded from various websites such as the Council of Nonprofits or
Bridgespan.

In addition to succession planning, the BOD may desire to consider development of a board
recruitment process using a matrix to identify the knowledge and skillsets necessary for prospective new
board members that can take the organization to the next level. For instance, the EOFPANJ could
benefit by having people on the BOD who understand strategic planning, legal counsel (or a relationship
with) and an accountant who can provide advice regarding organizational activities and its nonprofit
status (advocacy, scholarship awards, and fundraising).

2016-2018 Strategic Plan Page 19

Appendices
Exhibit C: Summary of Stakeholder Opinion

Summary of Membership Feedback

EOFPANJ membership serves as the revenue base (member dues), coalition of advocates and
volunteers who are benefactors of the organization and/or who can make a claim on its resources, and
who directly (or indirectly) are affected by its impact (service outcomes). While the BOD steering group
identified two issues of concern to be addressed for this population, it was through a focus group session
and membership survey where we were able to extrapolate specific topics of concern. Key themes
rising out of this segment included innovative professional development options, ability to address needs
of students in light of diminishing fiscal resources, creation of regional colloquies to facilitate member
engagement, bonding, and networking, elevating and preserving a brand identity in light of rising
competition for resources, and professional credentialing of Directors for career progression.

Summary of Stakeholder Feedback

EOFPANJ provides a venue to engage in public policy and advocacy to advance an agenda in
support of opportunity programs. As the competition for resources grow, it is imperative that the
organization establish a strategy to advance an advocacy for action agenda. This agenda must include
impact data that could assist the legislators in making informed decisions regarding allocation of
resources and defending requests for support when engaged in annual public policy debates.

The EOF Central Office must be appropriately resourced to support statewide operations of all
campus programming.

2016-2018 Strategic Plan Page 20